Psychological Capital and Its Influence On the Leadership Practices of Local Government Unit Heads in The Fourth District of Laguna: Toward A Capacity Development Plan

This study examined the influence of psychological capital on the leadership practices of Local Government Unit (LGU) department heads and assistant heads. Specifically, it investigated the levels of psychological capital—including hope, self-efficacy, resilience, and optimism—demonstrated by the respondents, assessed their leadership practices across key dimensions, and analyzed the relationship between these internal strengths and leadership effectiveness. Using a mixed-methods approach, quantitative data were collected through structured questionnaires, while qualitative insights were obtained from interviews and focus group discussions. Findings revealed that respondents exhibited high levels of psychological capital, which positively impacted their ability to model behaviors, inspire a shared vision, challenge processes, enable others to act, and encourage the heart. A significant positive relationship was observed between psychological capital and leadership practices, indicating that internal psychological resources serve as key drivers of effective leadership. Based on these results, a comprehensive capacity development plan was proposed to enhance hope, optimism, confidence, and resilience through workshops, mentoring, simulations, and reflective exercises, aiming to foster resilient, empowering, and sustainable leadership practices within LGU departments.